commac feb2014 nac final app 2014-15 rm · annual performance plan 2014/15 3 at a policy level, the...

66 Margaret Mncingana Street(Cnr GwiGwi Mrwebi), Newtown

Johannesburg, South Africa

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Tel: +27 (11) 838 1383Fax: +27 86 721 3672Email: [email protected]

Website: http://www.nac.org.za

AUTHORITY: RP57/2014 ISBN: 978-0-621-42524-6

Creating New Opportunities

ANNUAL PERFORMANCE PLAN2014/15

DEVELOPINGCOMMUNITIES

THROUGH THE ARTS

Cover PictureSeda Platinum IncubatorNorth WestProudly Supported by NAC

NOTES

National Arts Council of South Africa 2014/15

Annual Performance Plan 2014/15 2

CHAIRPERSON’S MESSAGE

"It is music and dance that make me at peace with the world … and at peace with myself.’ Nelson Mandela

Building on the NAC’s 5 Year Strategic Plan and the programmes initiated under the auspices of the Annual Performance Plan (APP) for 2013/2014, this APP outlines our objectives, targets and measures for the coming three financial years. It is designed to make a substantive contribution to the following important goals:

Fulfilling the mandate of the NAC Contributing to transformation in the arts and to social cohesion in our country Implementing an effective funding model that supports the NAC in delivering on its

mandate Advocating the benefits of the arts to create partnerships and unlock new resources for

the arts Creating programmes in support of focused areas of work including women, youth and

people with disabilities.

We are currently energised by a number of important, landmark transitions at the NAC. At a leadership level we have appointed a new, capable and passionate Chief Executive Officer in Rosemary Mangope and have said farewell to our outgoing CEO, Monica Newton. Under Monica’s stewardship the NAC has been able to address a number of challenging administrative and governance issues and this has resulted in the NAC receiving an unqualified audit opinion from the Auditor General for the 2012 / 2013 year. In the coming year we will continue to work on improving our corporate governance, monitoring and evaluation processes and reporting systems. Monica leaves us to assume the position of Deputy Director General Arts Promotion and Development at the Department of Arts and Culture. She has been an exceptionally effective administrator and leader who contributed greatly to the NAC’s success and we look forward to working with her in the years that lie ahead.



At a policy level, the NAC will continue to contribute to the informed development of the Revised White Paper on Arts, Culture and Heritage. We hope that the final version will reflect the realities of our country, its diverse artistic communities as well as the potential of art to make a serious contribution to personal well-being, economic growth and social cohesion. In doing so, it is important to identify with Aggrey Klaaste’s vision of arts and culture ‘restoring the pride and identity of the people of South Africa’ At an organisational level we are also embarking upon a process of transition. Our Organisational Development Initiative, supported by the Technical Assistance Unit at National Treasury, is assisting us to fast-track the development of the organizational capacity that we require to deliver successfully on our full mandate. This initiative includes a review of our strategy and organizational design as well as the identification of developmental paths for our people going forward. The most significant transition however remains the challenge to execute on our full mandate. It is essential that we build on our strong, established capability as an efficient funding administrator so as to transition to our overall mandate of championing, developing and promoting the arts. We are very mindful of the fact that we cannot do this alone. In the coming year we will focus on working with partners to leverage available funding, build capacity and achieve real impact for the arts community. This will require us to play a far more pro-active role in identifying the potential opportunities that will make a real, sustained impact in the communities we serve. At an operational level, we are currently changing to a new electronic Grant Management System to replace our current manual, paper based system. This transition promises to increase our efficiency as well as improve our overall responsiveness to stakeholders. It will reduce the administrative burden on our Arts Development Officers and increase their ability to deliver real value to the NAC and to our national arts and culture community. Going forward, we intend to continue to embrace technology to mine the valuable information we have collected over the years. This will enable us to better understand how to play an effective developmental role, make intelligent decisions and inform policy. Technology will also enable us to communicate more effectively and to deliver additional services in support of arts in this country. We remain committed to working with our counterparts in provincial and local government to ensure that the spread of funding allocations contributes to the development of underfunded provinces. Supporting women, people with disabilities and young people will remain an important priority. In reflecting on the past year and looking to the future, we cannot ignore the fact that the French Season has been an unparalleled success in embedding cultural diplomacy between South Africa and France. Going forward, we will strategically identify the global and regional exchange programmes that will best benefit the arts sector. We aim to repeat the success of the French Season with other international partners who share our vision of promoting, developing and showcasing artistic excellence.



We are acutely aware of our responsibility as a recipient of funds from the fiscus in a very challenging economic climate. As an important part of the process of reviewing our funding model we have considered ways in which our grant system can be more sensitive to the needs and expectations of the different arts and culture communities we serve. This will result in a number of more structured, tailored grants being made available. We will also be pro-actively identifying key strategic projects that will enable us to partner with key individuals and institutions to deliver sustained value to the arts community in South Africa. Whilst under-funding still remains an area of paramount concern to the NAC, we are assured that the pride, passion and commitment of our people will enable us to excel. Angelina Makwetla Chairperson: National Arts Council



Official sign-off It is hereby certified that this Annual Performance Plan: � was developed by the management of the NAC under the guidance of the Council of the

NAC; � was prepared in line with the current Strategic Plan of the NAC; and � accurately reflects the performance targets which the NAC will endeavour to achieve given

the resources made available in the budget for 2014/2015. Thami Kubheka Chief Financial Officer Signature: Rosemary Mangope Chief Executive Officer Signature: Approved by: Angelina Makwetla Accounting Authority Signature: !

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Contents! Official sign-off ........................................................................................................... 5

1. Vision ................................................................................................................. 8

2. Purpose and Mission ............................................................................................. 8

3. Values .............................................................................................................. 10

4. Revision to Legislative Mandates .......................................................................... 10

Part A: Stategic Overview .......................................................................................... 10

5. Updated Situational Analysis ................................................................................ 10

5.1 Performance Environment ............................................................................. 12

5.2 Organisational Environment and SWOT analysis .............................................. 14

5.3 Overview of the Strategic Planning Process ..................................................... 17

5.4 Materiality Framework ................................................................................... 18

6. Goals Oriented towards Strategic Outcomes ........................................................... 19

6.1 Overview of 2014 - 2017 budget and MTEF estimates .......................................... 24

6.1.1 Expenditure estimates ................................................................................. 24

6.1.2 Relating expenditure trends to strategic outcome oriented goals ........................ 24

Part B: Programme and sub-programme plans .............................................................. 25

Programme: Administration ..................................................................................... 25

Programme: Business Development ......................................................................... 33

Programme: Public Engagement .............................................................................. 46

7. Organisational Structure ..................................................................................... 49

Part C: Links to other plans ........................................................................................ 50

8. Links to the long-term infrastructure and other capital plans .................................... 50

9. Conditional grants .............................................................................................. 50

10. Public entities .................................................................................................. 50

11. Public-private partnerships ................................................................................ 50

12. Annexures: .................................................................................................. 50-65

A. Risk Management Plan .................................................................................. 51-58

B. Anti Fraud and Corruption Prevention Plan ...................................................... 59-60

C. Materiality and Significant Framework!......................................................................................!61-65



List of Acronyms and abbreviations ADO Arts Development Officer

APP Annual Performance Plan

CEO Chief Executive Officer

CFO Chief Financial Officer

DAC Department of Arts and Culture

EXCO Executive Committee

GMS Grant Management System

HR Human Resources

ICT

ISA IVR

MGE

MOA

MOU

Information and Communication Technology

International Auditing Standards

Interactive Voice Response

Mzansi Golden Economy

Memorandum of Agreement

Memorandum of Understanding

MTEF Medium Term Expenditure Framework

NAC

NACISA

PACC

SLA

National Arts Council

National Cultural Industries Skills Academy

Provincial Arts and Culture Council

Service Level Agreement



1. Vision

The NAC’s vision is to establish a vibrant, sustainable arts community that enriches lives through the creative expression of South Africa’s cultures. � The NAC aims to be a catalyst for social cohesion and to contribute to the evolution of

a unique, diverse and inclusive South African identity.

2. Purpose and Mission

The NAC’s Purpose is to support, promote and advance the arts in South Africa � To contribute to a collaborative society through the richness and strength of the arts

� To ensure that the arts are recognised as a key ingredient in developing social

cohesion

� To enable artists to define their ideas and establish their unique identity

� To address past and present inequalities and imbalances through the medium of art

� To develop relevant competencies in the new creative arena that transcends both the traditional and contemporary skills

� To encourage the contribution of artists to enrich the soul of our nation.

The NAC’s Mission is to leverage partnerships and resources and to develop, support, promote and advance the arts. By develop we mean;

� To nurture artistic talent by funding and developing academic and professional arts

practitioners, managers and support practitioners

� To foster mentorship and coaching as a means of improving the quality of artistic expression

� To create opportunities for the transfer of knowledge and experience through regional

and international exchanges

� To build capacity and expertise in the arts through artistic, entrepreneurial, management, and technical development as well as copyright protection

� To grow South Africa’s wealth measured by its great works of artistic expression.



By support we mean;

� To contribute to the development and utilisation of infrastructure that enables artistic expression

� To fund worthwhile artistic endeavors that may otherwise be overlooked

� To provide the space and financial means for people to explore and experience the arts

� To collaborate with other stakeholders to create a vibrant artistic ecosystem

� To support the DAC in the implementation of the Mzansi Golden Economy and other

strategies, especially those focused on enhancing social cohesion.

By promote we mean; � To facilitate access to markets and economic sustainability for artists

� To showcase the talent of artists at high profile events

� To communicate the message that imagination, creativity and design are vital

ingredients in the arts that contribute to economic, social, emotional and spiritual growth

� To develop future audiences for the arts

� To advocate for art and artists as important contributors to the South African society.

By advance we mean; � To inform policy making through research, the generation of information, intelligence

and insights

� To provide economic and artistic opportunities for disadvantaged and rural communities, women and the youth in order to grow, develop their potential and find gainful employment

� To uphold and promote the rights of all to experience freedom in their practice of the arts.



3. Values The NAC is committed to the following values: � Accountability � Results orientation � Professionalism and integrity � Making a difference � Employee fulfillment � Excellence and synergy � Transparency and openness

4. Revision to Legislative Mandates

The NAC will endeavor to review the National Arts Council Act, Act 56 of 1997, as amended by the Cultural Laws Amendment Act of 2001, together with the Regulations of the National Arts Council as set out in the Government Gazette on 1st November 1999, within the period of this Annual Performance Plan. This review is required to ensure that the Act and its Regulations provide a coherent, aligned approach to the work of the Council. It is clear that the current NAC Act does not adequately distinguish between the regulatory and executive functions of the NAC. Current provisions of the Act create confusion and need to be re-aligned. It is also clear that there is a need for greater efficiency and cost effectiveness in the conduct of governance structures as well as in the way grants and awards are made.

Part A: Strategic overview

5. Updated Situational Analysis

The NAC is undergoing constant, unrelenting transition, evolution and adaption at both strategic and operational levels. It is imperative for the NAC to change faster than its environment in order to stay relevant to the needs and expectations of its stakeholders and to deliver on its mandate as a public sector entity. The NAC currently faces a number of exceptional circumstances that will impact on its destiny in the period covered by this APP. What are these exceptional circumstances?

� The NAC will need to take heed of the direction indicated in the recent draft DAC

Revised White Paper of Arts, Culture and Heritage and position itself to play a meaningful role in supporting the DAC’s strategic aspirations.

� The NAC has enhanced the current five year strategy. The strategy is approved and

signed off by EXCO and Council, which will permit it to deliver on its overall mandate as set out in the NAC Act



� The NAC is presently experiencing a funding crisis. It cannot rely solely on funding

from government to execute its full mandate. It needs to accelerate the leverage of funding and resources as contemplated in Section 16 of the NAC Act

� In an environment where government funding is finite and the needs of the sector are

disproportionately large, it is critical to ensure that all funding is fully allocated and utilised ensuring that it is allocated so as to maximise its potential impact. It also means ensuring that funding is effectively disbursed to the recipients who utilise the funding with integrity that complies with the principles and practices of sound governance

� There is an urgent need to address the systemic factors contributing to the past and

current financial surpluses experienced by the NAC. These surpluses are not created through a limited range of funding opportunities or a non-allocation of grants. They are created by the allocation of grant funds, which are then not disbursed because of shortcomings in beneficiary compliance requirements. This will require the development of a Monitoring and Evaluation system that will timeously identify such shortcomings and ensure that the scarce funding is not tied up unproductively

� The NAC is currently embarking upon an Organisational Development initiative,

supported by the National Treasury Technical Assistance Unit. In order for this initiative to be successfully implemented, it requires an articulate, detailed, future-focused strategy behind it.

This APP is aligned to the new NAC strategy and builds on the significant transitions that the NAC is currently experiencing. These transitions are from; � an insular perspective of the NAC as a stand alone agency to a holistic view of the NAC

as an inter-connected part of the arts and culture ecosystem in South Africa � a funding model based around reliance on government to a broader funding plan,

leveraging funding and resources in the best interests of the arts � a paper based administration environment to on-line automated processes � ad-hoc changes in leadership to planned advancement based on competence, career

development and succession planning � unfocused organisational change to planned organisational development. This APP also supports the NAC’s evolution from; � a role focused around grant delivery to a broader role in line with its overall mandate

of promoting and developing the Arts in South Africa � providing purely financial support to its stakeholders, to developing and providing

value-adding products and services targeted at the various stakeholder segments



� an internal environment characterised by conflict and poor governance practices to a positive, engaging, controlled, risk-focused environment

� a distant to a closer relationship with the Department of Arts and Culture. At the same time this APP will support the NAC in adapting to a changing world by; � focusing on ways to foster social cohesion in South Africa � re-thinking the value it may add to the lives of artists, communities and the youth � pro-actively anticipating changes in the policy environment and re-thinking its potential

future role � developing international and regional relationships to foster co-operative agreements

that benefit South African artists.

5.1 Performance Environment

The policy environment affecting the NAC is currently in a state of flux with the Revised White Paper on Arts and Culture still receiving input and commentary from stakeholders. Informing this policy debate and being mindful of the potential implications of changes in policy are important areas of focus for the NAC. The White Paper calls for a consolidation of funding agencies in the sector. Should this occur, it is likely to have significant implications for the work of the NAC as well as for its organisational structure and staff. The debate around funding continues to be a contentious issue and the NAC is not immune from the discussion. The historic under-funding of the NAC continues to be a significant challenge in enabling it to deliver on its full mandate. The depth of artists need for support, the broad scope of servicing seven disciplines spread across the length and breadth of our vast country, all contribute to the dilemma of having to spread the NAC’s funding as broadly as possible, whilst at the same time delivering well-focused impact at a national level. The NAC remains focused on its core mission to fund promote and develop artists. In 2014 - 2017 it will launch a number of ‘flagship’ projects, across its different disciplines that will significantly raise the profile of arts and culture in South Africa. These projects combine innovation, the leveraging of finances, contributions in kind and focused execution to deliver value in line with the NAC’s overall mandate. An enhanced funding model will enable the NAC to fine-tune the development of specific grant ‘products’ for different arts and culture ecosystem segments. This will however be insufficient to achieve the overall impact required. The NAC will need to encourage broader, more innovative thinking about ways to change ‘hand outs’ into ‘hand ups’. This includes ways of assisting communities to develop arts infrastructure,



assisting artists to access markets and finding innovative ways of increasing the potential pool of funding available to the arts and artists. Achieving this will require a new collaborative approach to working with partners including donor funders, philanthropists, corporations and other agencies. It will also require a new relationship with beneficiaries where they will also be asked to ‘play forward’ their own contribution to the arts. Working with artists to harvest their potential contribution ‘in kind’ to the funding / resource pool remains an important opportunity. It is vital to break through a dependency mindset to bring entrepreneurial thinking to bear on this challenge. The NAC needs to remain true to its core capability as an efficient, trusted, highly reputable administrator and disburser of funding. It is only by maintaining and enhancing this reputation, that the NAC will be considered a trustworthy partner by other organisations, locally and internationally. The implementation and on-going development of the NAC Grant Making System will contribute greatly to addressing this need for increased efficiency and sound governance. Whilst this will no doubt contribute to an enhanced reputation for the NAC, its greatest resource may well be contained within the archival information it possesses. Ways to access, evaluate and report on this information need to be established. Translating the information into credible intelligence that can inform policy making and effective decision making will be a major benefit to the GMS as it continues to be implemented, expanded and developed. An important challenge that will need to be addressed is the very high cost of governance within the NAC. The NAC employs 26 people directly and remunerates a further 27 people through their participation in the NAC’s governance structures. This provides a 1: 1 ratio of employees to participants in governance structures and is comparable to a ratio of approximately 1: 0.1 in other jurisdictions. Whilst open and transparent participation by the arts community in grant funding is an important tenet for the NAC, there is a need to reduce the cost of governance and increase the speed and agility of the NAC’s decision making. The real term decrease in the NAC’s funding over past years has reduced the amount of money available for funding. This, coupled with an adverse economic climate that has contributed to an ever-increasing deluge of applications for small amounts of funding, has made increasing administrative efficiency an important strategic issue. Going forward, the NAC will need to ensure that its administration of funding is a balance of transparent engagement, good governance and cost efficiency.

A number of key themes have impacted the crafting of this APP. These include; � re-aligning the NAC’s mandate with a fast changing strategic context and the need to

foster social cohesion in South Africa � ensuring the NAC plays an active leadership role within the arts and culture ecosystem



� positioning the NAC’s future role in the context of a revised White Paper on Arts and Culture and the potential rationalisation of funding agencies in the arts sector

� innovatively re-thinking the nature of funding, grant making and projects to increase the

support and potential resources available through the NAC � using the NAC database of relevant information to support policy making and effective

stakeholder decision making � building a research capability to ensure that the NAC has a repository of high integrity,

intelligent information that is readily accessible � investing in flagship projects to address high impact areas such as the need to facilitate

better access for artists to markets � developing focused, sustained initiatives around arts advocacy and audience development � engaging meaningfully with provincial and local structures to build sustainable capacity for

arts and culture. This would include supporting the development of Community Arts Centres as ‘Models of Excellence’ that may be successfully replicated elsewhere

� strategically strengthening international relationships in ways that serve and benefit the

arts community in South Africa � strengthening the grant making and management process, especially the Monitoring and

Evaluation of grants, to ensure that financial assistance provided is well utilised in accordance with the principles of good governance.

Addressing these themes in a systematic, prioritised and well-sequenced manner has informed the structuring of this APP and will continue to inform future versions.

5.2 Organisational Environment and SWOT analysis

Despite a number of governance and leadership challenges over past years, the NAC has continued to deliver on the core of its mandate – to provide funding to the arts and artists in South Africa. This is largely due to the fact that it has a small but highly committed, capable team of people including its employees, Council Members and Advisory Panelists. The NAC has been successful over the past year in: � Developing leadership stability and ensuring planned transitions.

� Raising the profile of the arts in South Africa. � Increasing access to sustained funding for the arts community through institutional

support funding.



Achieving an improved provincial spread of funding allocations.

Increasing the bursary funding available to emerging artists.

Ensuring that limited resources reach rural areas and disadvantaged communities.

Supporting many important arts organisations, both established and community

based.

Funding many of the award winning artistic productions at showcase events such as the National Arts Festival.

Building a reputation amongst practitioners for integrity and commitment to the

arts.

Creating opportunities for international cultural exchange through the France South Africa Season.

Enhancing relationships with important stakeholders including the DAC.

Despite these successes, strategic engagement with stakeholders has identified the following ongoing operational challenges:

Insufficient ‘grassroots’ impact at a provincial and local level and the need for NAC structures to be able to better understand and support initiatives in underserved provinces and in rural and under-privileged areas.

A lack of ‘on the ground’ data collection regarding both artistic needs as well as the

availability of potential resources.

Arts Development Officers who are often disempowered, burdened by excessive paperwork and with narrow discipline-focused perspectives.

Highly experienced Panel Members representing both provinces and disciplines

being underutilised.

Poor planning and execution against plans.

A lack of evidence based decision making and business intelligence.

Containing operational expenditure within the 25% provision required by the NAC Act.

An inadequate Human Resource management capacity.



Re-aligning the work of ADOs to incorporate both a focus on a particular discipline at a national level as well as a cross-discipline accountability at a provincial level.

Developing an approach that will better utilise the expertise of Panel Members, working in cross functional teams with ADOs and provincial and local counterparts

to address grassroots needs.

Freeing up employees' time to add increased value through disciplined work and streamlined technology enabled processes.

Developing a comprehensive and strategically aligned ICT strategy.

Investing in the appropriate, long term Information, Communications and Technology architecture that enables organisational flexibility, agility and scalability.

Investment in technology that enables employees to work efficiently, remotely access and input information.

Strengthening the monitoring and evaluation of projects.

Developing improved employee competencies in project planning, monitoring, evaluation and report writing.

Investing in building capabilities in communications, people management and developmental support.

Making recommendations with regard to the revision of the NAC Act to bring it in line with a world that has significantly changed since its drafting almost twenty

years ago.

Implementing the Organisational Development initiative to build an enabling, productive work environment and to strengthen both human resource and people

management practices.

A number of key strategic decisions have been made which will impact the implementation of this APP. These include:

A decision to discontinue the practice of making grants for amounts less than R50 000.00. This has become necessary as a result of the high cost of administering

such grants. In future all such grants will be made through partnerships with other

sponsoring arts-discipline focused organisations. This is in accordance with Clauses

12.2 and 12.3 of the NAC Regulations which stipulate:

This APP establishes initiatives to address these challenges over the following three

years. These include:



12.3. In order to accomplish the NAC’s Mission ….. Individuals should preferably apply through a sponsoring organisation which itself conforms to the listed criteria below and which will take responsibility for managing the grant.’

In future applications for grant and / or project funding can be submitted on line through the NAC’s website and directly into the NAC’s Grant management System.

This will reduce the current administrative burden experienced by the NAC, increase

operational efficiency and accuracy and free up the NAC’s resources to play a

greater value-adding role.

The NAC’s governance structures and grant making processes will be reviewed to decrease the costs associated with current practices, increase efficiencies and

improve overall turn-around times.

The NAC’s grant and project policy environment, contracts and Monitoring and Evaluation processes will be strengthened to reduce the current ‘surplus’ funding

situation. This situation is primarily caused by the approval of grants and projects

for which funding is not disbursed as a result of poor governance practices on the

part of beneficiaries.

5.3 Overview of the Strategic Planning Process

During the course of the second half of 2013, a number of important strategic

workshops have been held. These include:

The first strategy workshop to involve the overall NAC community – Council, Board, Panel Members and Employees.

Business Model workshops involving employees and key external stakeholders.

A workshop to develop a view of what the Arts Development Officer of the future may look like.

Process re-engineering workshops.

APP planning workshops.

Consultations were held inform the final draft of the APP. The diagram below outlines

the NAC’s strategic planning process for the drafting of the Annual Performance Plan

for 2014-2015.

12.2. The NAC’s funding priority is to fund organisations or projects of national importance with national implications or as part of nation building



5.4 Materiality Framework The materiality level within the NAC was determined as conservative, based on the following indicators: Auditor General’s Materiality level guidelines The level of a material loss is assessed as conservative at 0.25% of the Gross Expenditure for the 2014/15 year, unless otherwise indicated. This assessment is based on the fact that a sound control environment is being maintained. Table 1: Auditor General’s Materiality levels

Materiality basis Guideline %

Gross income 0.25 – 1 Gross expenditure 0.25 – 1 Total assets 0.25 – 2 Net income 2.5 – 10 Fixed Assets 2 – 5

“In an audit of financial statements in the public sector, the auditors’ assessment of materiality may be influenced by the public accountability of the audited entity, and the

sensitivity of the entity’s accounts, activities and functions regarding matters of public interest.”

Review of Five YearStategic Priorities

Presentation of 2ndDraft to Council in

February 2014APP Review Session

GovernanceStructures and Staff

Inputs

(Group Sessions)

Review based onCouncil Inputs

Final Draft APP2014/2015

Development of FirstDraft APP 2014/2015

1st Draft APP to EXCOand Council November

2013

Final draft presentedto Council 2014



Determination of financial materiality Financial materiality for 2014/2015 is determined by the calculation of:

Budget Financial

Materiality Gross Expenditure R95.5 million R238 710

6. Goals Oriented towards Strategic Outcomes

The NAC’s Vision, Mission and Strategic goals are in alignment with those of the DAC, in particular the DAC’s Mzansi Golden Economy (MGE) strategy and the DAC’s National Strategy for Developing an Inclusive and Cohesive South African Society. In turn, the DAC’s goals are aligned with the 12 outcomes of the government’s programme of action (POA) that drives the plans and actions of all government departments.

The DAC’s Mzansi Golden Economy (MGE) strategy emerged out of the 2011 National Consultative Summit and sets out to reposition the cultural industries in South Africa. The MGE strategy opens up the arts, culture and heritage sector to contribute to economic growth and job creation. Some of the projects that DAC has initiated and is implementing are:

The Cultural Events initiative - funds big cultural events in different cities and towns of the country, providing platforms for performing artists to display their arts and earn a living.

The Sourcing Enterprise - sources goods and services for events, shows, conferences and exhibitions providing opportunities for both established and emerging young artists to be showcased on these platforms.

The Public Art project - considers proposals from artists who can do ‘impromptu’ multi-media arts such as street theatre, dance, outdoor murals and sculpture.



� The Touring Venture project deals with Art Exhibitions, Plays and Public Art

Performances that may be taken to various cities to provide opportunities for audiences elsewhere to experience the arts.

� The Art Bank Project is envisaged as a national rental agency for contemporary and traditional South African Art. Its function will be to procure and curate artworks in all public buildings, including government departments and institutions and South African Embassies around the world.

� The National Cultural Industries Skills Academy (NACISA) is being developed

in collaboration with Departments of Basic and Higher Education, the Department of Trade and Industry and the Department of Labour, with a view to devising a curriculum and implementing a programme of training for youth at tertiary level.

� The Cultural Observatory aims to provide the industry and government with the data that will help develop appropriate strategies for facilitating development of the sector and to enhance its contribution to the GDP.

The NAC strategy and APPs have initiatives that are aimed at giving expression to a number of the initiatives set out in the MGE strategy. The DAC National Strategy for Developing an Inclusive and a Cohesive South African Society (7 June 2012) defines: o Social Cohesion as ‘The degree of social integration and inclusion in Communities

and society at large, and the extent to which mutual solidarity finds expression among individuals and communities.’

o Nation Building as ‘The process whereby a society of people with diverse origins,

histories, languages, cultures and religions come together within the boundaries of a sovereign state with a unified and constitutional and legal dispensation, a national public education system, an integrated national economy, shared symbols and values, as equals to work towards eradicating the divisions and injustices of the past; to foster unity; and promote a countrywide sense of being proudly South African, committed to the country and open to the continent and to the world.’

It also sets out eight dimensions of Social Cohesion and Nation Building: � Belonging – ‘To be a part of and to experience a sense of affiliation to the

community and to the larger society.’ � Inclusion – ‘To be included on an equal basis in all social activities and rights and

to have equal access to all life opportunities’



� Participation – ‘Active involvement in community and social activities, programmes and events’

� Recognition – ‘To recognise, acknowledge and value differences without discrimination’

� Legitimacy – ‘the integrity and social legitimacy of public bodies and leaders representing community members and citizens’

� Shared values – ‘basic set of shared values such as democracy, freedom, equality, justice and mutual respect’

� Co-operation – ‘A willingness to cooperate and work on community and social projects with diverse citizens’

� Belief – ‘In self-help and confidence in the future of the community with the conviction that the future of the community depends on the action of the community members.’

The NAC intends to incorporate two significant elements into its strategy to ensure that it acts in alignment with this strategy: � The NAC will identify and support ‘Flagship Projects’ that will directly contribute

to Social Cohesion and National Building. � The eight dimensions of Social Cohesion and Nation Building’ will be used in setting

criteria for the evaluation of grants to ensure maximum potential support for these important outcomes.

The DAC is also currently engaging with stakeholders around the Revised White Paper on Arts, Culture and Heritage. The Revised White Paper sets out a way forward to: � Create a better life for all � Offer an integrated and holistic package of services � Transform all levels of the sector and improve delivery mechanisms by;

o Improving resourcing and resourcing systems o Improving institutional infrastructure

The implications of the Revised White Paper for the NAC are: � The potential allocation of the NAC’s mandate for ‘promotion and development of

the arts’ to separate, discipline specific Councils � The potential integration of the NAC’s funding mandate into a single ‘Cultural and

Creative Industries Fund’. The NAC looks forward to contributing to the important debate around the contents of the White Paper and to its subsequent iterative versions. The NAC intends to utilise its strategy and APP to position itself for a value-adding role that will ensure its long-term survival and contribution to the outcomes envisaged by the White Paper.



There are many important differences between the NAC with its uniquely South African context and its international counterparts. These include: � Arts infrastructure – South Africa is a large country with low levels of population

density, particularly in the rural areas. Infrastructure at a grassroots level is unevenly distributed resulting in world class arts facilities in large urban centres such as Johannesburg, Cape Town and Durban and a paucity of infrastructure at a township or rural community level. Where infrastructure such as Community Arts Centres have been provided by the state they often lack funds for ongoing maintenance and are unable to put forward artistic programmes that draw audiences on an ongoing basis.

� Affordability – large sections of the South African population live in poverty or do

not have the disposable income to pay for exposure to the arts. This limits market creation and contributes to an elitist art market in the country. The affordability issue impacts significantly on the creation of a national culture that supports the arts. If a parent cannot afford exposure to the arts, it is likely he or she will not encourage their children to gain such an exposure. This creates a self-perpetuating cycle of alienation from the arts that severely limits the potential for market growth.

� Access to markets – The affordability issue referenced above impacts the demand

for the arts. Large numbers of artists do not have a local market that they can readily access and move to the large cities in the hope of finding paying audiences. Once in these cities they often lack the formal and informal networks to access markets. This is compounded by low levels of literacy, at a basic educational level, computer or financial level. Traditional market intermediaries – gallery owners, agents, managers etc. have tended to be drawn from privileged communities and are not readily accessible to emerging artists.

Funding – Government’s ability to fund the arts is severely curtailed by its need to focus on other developmental priorities such as education, healthcare and social services. Public and private financial support, whilst generous by African standards, is low by global standards. The NAC strategy needs to take into account these factors and to address some of the most basic systemic issues that may simply be taken for granted in other jurisdictions. It is for this reason that the NAC’s strategic goals balance a focus on both the supply and demand sides of the arts equation. It is important to build a virtuous cycle of engagement that drives both supply and demand. This means providing support to strengthen and sustain the practice of the arts whilst at the same time stimulating awareness and connection to the arts through active advocacy.

SUPPLY

DEMAND

ARTSADVOCACY

Better access toinfrastructure& quality artsprogrammes

More peoplewilling and

able toengage inthe arts

Deeperunderstanding

and appreciationof the value of

the arts

Greatersupport for thearts events and

programmes



Cycle of Engagement

The NAC’s strategic goals are: Goal 1: Strengthen the arts through focused grant funding To strengthen the practice of the arts through focused grant making. Goal 2: Equity in the Arts To promote equity in the arts through a specific grant-making focus on disadvantaged and marginalised individuals, groups and communities. Goal 3: Arts capability Develop a sustainable capability that enables the arts to entertain, enrich and inspire. Goal 4: Market access and creative engagement To increase access to markets and enable creative engagement for South African art and artists. Goal 5: Increased access to the Arts through advocacy To increase awareness of the arts through focused advocacy. Goal 6: Organisational Development To enhance the NAC’s capacity to support the arts by strengthening its governance, organisational design, people and processes.



Goals 1 and 2 focus on content creation and distribution and the supply side of the arts equation. Goal 3 focuses on the infrastructure and capabilities required to sustain art practice on both the supply and demand sides of the arts equation. Goal 4 focuses on facilitating access to markets and creating enabling opportunities for the arts. It focuses on the demand side of the arts equation. Goal 5 focuses on increasing awareness of the arts. It focuses on the demand side of the arts equation. Goal 6 is an internal goal that focuses on enabling the NAC to build the capabilities it requires to support the art sector.

6.1 Overview of 2014 - 2017 budget and MTEF estimates

6.1.1 Expenditure estimates Statement of financial performance Audited outcome

Revised estimate Medium-term estimate

R million 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 Revenue Non-tax revenue 10 357 11 975 11 519 3 835 3 619 2 928 2 831 Interest income Adjusted fair value Sales of fixed assets Other income

3 711 2 584

- 4 062

2 679 -

693 8 603

2 533 1 050

- 7 936

2 500 - -

1 334

1 200 - -

2 419

800 - -

2 128

700 - -

2 131 Transfer Transfer received - NAC Transfers received–Downtown Studios

71 236 71 236

-

69 760 69 760

-

88 451 87 527

924

87 554 87 554

-

91 865 91 865

-

96 089 96 089

-

100 891 100 891

-

Total revenue 81 593 81 735 99 970 91 389 95 484 99 017 103 722 Current expenses

25 305

25 422

29 069

26 896

26 595

26 950

28 054

Compensation of employees Goods and Services Depreciation Impairment of fair value Interest (Finance costs)

11 613

11 331 1 216

117 1 028

12 347

11 104 1 605

- 366

13 732

13 822 1 224

- 291

13 746

12 887 - -

263

14 502

11 843 - -

250

15 285

11 465 - -

200

16 110

11 699 - -

245 Current expenses 49 286 48 636 55 262 65 666 68 889 72 067 75 668 Grants transfer 49 286 48 636 55 262 64 712 68 889 72 067 75 668 Total expenses 74 591 74 058 84 331 91 538 95 484 99 017 103 722 Surplus / (Deficit) 7 002 7 677 15 639 -220 - - -



6.1.2 Relating expenditure trends to strategic outcome oriented goals The above budget will contribute towards achieving the strategic objectives and desired Strategic outcome orientated goals as outlined in the Strategic Plan as follows:

1 2 3 4 5 Strengthen

the arts through focused grant or award making

Promote equity in the

arts through a specific grant

or award focusing on

disadvantaged and

marginalised individuals and groups

Develop a sustainable capability

that enables

the arts to entertain, enrich and

inspire

Achieving increased access to markets and

enabling creative

engagement for South African

arts and artists

Increase awareness of the

arts through advocacy

6 Enhance the NAC’s capacity to support the arts by strengthening its

governance, organisational design, people and processes

The NAC Act stipulates that 75% of the total budget allocated should be awarded to the sector in the form of grants with the remaining 25% utilised for administration. As outlined in the table above, the bulk of the strategic objectives are driven through grant funding

Part B: Programme and sub-programme plans

Programme: Administration Strategic Goal 6

Organisational Development

Goal Statement

To enhance the NAC’s capacity to support the arts by strengthening its governance, organisational design, people and processes.

Link to DAC strategic goals & strategies

Strategic Goal 6: Governance and Accountability

Commentary

This goal seeks to build the internal capabilities and capacity that the NAC will require for future success. It incorporates the current organisational development initiative, governance and risk management strengthening initiatives, HR support, Communications, ICT and Research.



Strategic objectives annual targets for 2014/2015: It should be noted that some performance indicators have been revised. Indicators for previous years will therefore not be reflected.

Strategic/ Measurable objectives

Audited/Actual performance Estimated performance

2013/14

Medium-term targets 2010/11 2011/12 2012/13 2014/15 2015/16 2016/17

Provide employees with targeted training opportunities per annum in accordance with the requirements of their Personal Development Plans

- - - -

30 training opportuni-ties provided per annum



Ensure that the NAC has the ICT systems it requires to inform efficient and effective work

- - - -

90% of key milestones achieved on time as set out in ICT project Plan



-

Testing of Grants Management - -

1 new ICT system imple-mented

2 new ICT systems imple-mented


Review all grant / project related policies, procedures and contracts to ensure alignment with NAC strategy

- - - -

15 policies, procedures and contracts reviewed and revised

15 policies, proce-dures and contracts reviewed and revised


Revise NAC Act and submit for approval and promulgation

- - - -

Submit proposed amend-ments of the NAC Act to DAC

Submit to relevant structures in prepara-tion for promulga-tion

Promulgate





2013/14


Effective risk management

- - - -

Annual risk register updated and maintained

Annual risk register updated and main-tained

Annual risk register updated and main-tained

Adverse audit outcome

Qualified audit outcome

Unqua-lified audit outcome

Unqualified audit outcome


Unqua-lified audit outcome


Performance Indicator for 2014/2015

Performance indicator


2013/14


Number of training opportunities provided per annum - - - -




% of key milestones achieved on time as set out in the ICT project Plan

- - - - 90% of key milestones achieved on time as set out in the ICT project Plan

90% of key milestones achieved on time as set out in the ICT project Plan

90% of key milestones achieved on time as set out in the ICT project Plan

Number of new ICT systems implemented- IVR

- - - - 1 new ICT system imple-mented

2 new ICT systems imple-mented


Number of specified policies, procedures and contracts reviewed and revised

- - - -




NAC Act reviewed and proposals for amendments submitted to DAC

- - - -

Submit proposed amend ments of the NAC Act to DAC

Submit to relevant structures in preparation for promul-gation

Promulgate

Annual risk register maintained


Annual risk register maintaine

Annual risk register maintaine






Adverse audit outcome

Qualified audit outcome








Quarterly Targets for 2014/2015 Programme performance Indicators

Reporting period

Annual target

2014/15

Quarterly targets

1st 2nd 3rd 4th

% of key milestones achieved on time as set out in ICT project Plan.

Quarterly 90% of key milestones achieved on time as set out in ICT project Plan.

22.5% 22.5% 22.5% 22.5%

Number of new ICT systems implemented- IVR

Quarterly 1 new ICT system implemented

Planning Design Specifications

1 new ICT system implemented

Test, Evaluate and improve system

Number of specified policies, procedures and contracts reviewed and revised

Quarterly 15 policies, procedures and contracts reviewed and revised

Review 3 ICT, 2 HR, 1 Grant management, 2 Finance,

1 Grants management policy , 1 HR policy and 1 Finance policy

1 Grants management 1 Finance policy

1 Grants management 1 Finance policy

NAC Act reviewed and proposals for amendments submitted to DAC

Quarterly Presentation to DAC on the proposed amendment

Desktop research

Research report

Consultation with stakeholders

Presentation to DAC on proposed amendment


Quarterly Annual Risk register maintained




Annual risk register updated and maintained and develop new risk assessment for 2015/16


Annually Unqualified audit outcome

No target set Unqualified audit outcome for 2013/14

No target set No target set



Strategic Goal 1

Strengthen the practice of the arts through focused, efficient and effective grant making

Goal Statement

To ensure that 95% of available funding is efficiently utilised to strengthen the practice of the arts in South Africa.


Strategic Goal 1: Job Creation Strategic Goal 5: Development, protection, preservation and promotion of arts, culture and heritage Strategic Goal 6: Governance and Accountability

Commentary

This goal will ensure that the funds available for grants and projects are utilised in accordance with the NAC’s mandate, desired impact and sound governance practices. Developing focused grant ‘products’ pro-actively targeting specific areas and disciplines within the arts as well as the pro-active deployment of Flagship Projects ensures an appropriately focused funding balance. Strengthening oversight through a risk based approach to monitoring and evaluation ensures good governance and will reduce the ‘surplus’ available funds that are not disbursed.



Strategic objective annual targets for 2014/2015



2013/14


Strengthen oversight through formalised risk assessment of all projects and grants

- - - -

80% of projects / grants risk assessed upfront prior to final approval per funding session



- - - -

80% of projects risk assessed annually, post approval per funding session



All disbursements made in accordance with PFMA / good governance requirements

- - - -

100% of disburse-ments made in accordance with agreed disburse-ment criteria



Reduce ‘surplus’ funds through effective oversight to a maximum of a % of projects budget

- - - -

30% disburse-ments not made vs projects budget








2013/14


% of projects / grants risk assessed upfront prior to final approval - - - -

80% of projects assessed prior to final approval



% of projects risk assessed annually, post approval - - - -

80% of projects assessed post approval



% of disbursements made in accordance with agreed disbursement criteria

- - - -

100% compliance with disburse -ment criteria

100% of disburse-ment made in accordance with agreed criteria

100% of disburse-ment made in accordance with agreed criteria

% of disbursements not made vs projects budget - - - -







Reporting period

Annual target

2014/15

Quarterly targets

1st 2nd 3rd 4th

% of projects / grants risk assessed upfront prior to final approval

Quarterly 80% of projects assessed prior to final approval

20% of projects assessed in the performing arts, and international bursaries

20% of projects assessed in literature, visual arts, crafts and indigenous arts.

20% of projects assessed of local bursaries and call for proposals for the next funding session

20% of projects assessed of projects and international bursaries

% of projects risk assessed annually, post approval

Quarterly 80% of projects assessed post approval





% of disbursements made in accordance with agreed disbursement criteria

Quarterly 100% compliance with disbursement criteria

100% compliance with disbursement criteria




% of disbursements not made vs projects budget

Quarterly 30% of disbursements not made vs projects budget

30% of disbursements not made vs projects budget






Programme: Business Development Strategic Goal 1

Strengthen the practice of the arts through focused, efficient and effective grant making

Goal Statement

To ensure that 95% of available funding is efficiently utilised to strengthen the practice of the arts in South Africa.


Strategic Goal 1: Job Creation Strategic Goal 5: Development, protection, preservation and promotion of arts, culture and heritage Strategic Goal 6: Governance and Accountability

Commentary

This goal will ensure that the funds available for grants and projects are utilised in accordance with the NAC’s mandate, desired impact and sound governance practices. Developing focused grant ‘products’ pro-actively targeting specific areas and disciplines within the arts as well as the pro-active deployment of Flagship Projects ensures an appropriately focused funding balance. Strengthening oversight through a risk based approach to monitoring and evaluation ensures good governance and will reduce the ‘surplus’ available funds that are not disbursed.






2013/14


Develop targeted Grants and Projects ‘Products’ that ensure a balanced allocation of grant funding across all targeted disciplines and strategic imperatives

- - - -

50% for arts promotion, 30 % for creation of new work, 20% for capacity building of grants / projects per funding session



Approve grant / projects in line with targeted grant / project products

- - - -


50% arts for promotion, 30 % for creation of new work, 20% for capacity building of grants / projects per funding session


Leverage funding / resources from external sources to the equivalent of 2% of NAC’s budget - - - -

2 % external funding / resources received per annum






Performance

indicator


2013/14


% of grants / projects covered by specific quantified grant / project ‘products’

- - - -




% of external funding / resources received per annum vs total budget

- - - -





Reporting period

Annual target

2014/15

Quarterly targets

1st 2nd 3rd 4th

% of grants / projects covered by specific quantified grant / project ‘products’

Quarterly 50% for arts promotion, 30 % for creation of new work, 20% for capacity building

12.5% for arts promotion, 10 % for creation of new work, 6.67% for capacity building

12.5% for arts promotion, 10 % for creation of new work, 6.67% for capacity building

12.5% for capacity building of grants / projects per funding session

12.5% for arts promotion, 10 % for creation of new work, 6.67% for capacity

% of external funding / resources received per annum vs total budget

Quarterly 2 % external funding / resources received per annum

Create and develop a fundraising strategy

Identification and contracting with potential funders and partners

Implementation of contracts based on 2% of external funding

Reporting



Strategic Goal 2

Equity in the arts

Goal Statement

To promote equity in the arts through a specific grant making focus on disadvantaged and marginalised individuals and groups.

Link to DAC strategic goals &strategies

Strategic Goal 1: Job Creation Strategic Goal 5:Development, protection, preservation and promotion of arts, culture and heritage DAC’s focus on redress, transformation, social cohesion and nation building.

Commentary

The NAC will allocate 40% of its funding to grants and projects that have as their primary beneficiaries indigenous art-forms, previously disadvantaged artists, previously disadvantaged communities, rural areas / neglected provinces, females, the disabled and the youth.




2013/14


% of funding allocated for ‘equity beneficiaries’ disbursed to targeted grouping

- - - -

5% of allocated funding disbursed to indigenous art forms



- - - -

40% of allocated funding disbursed to targeted rural areas / provinces



Number of organisations from HD provinces receiving funding

132 organisations from HD provinces receiving funding




- - -





2013/14


percentage of women-led organisations and individuals receiving funding

- - - -

10% of allocated funding disbursed to women



Increased number of women-led organisations and individuals receiving funding

- -

220 women-led organisations and individuals receiving funding

26 women-led organisations and individuals receiving funding

- - -

Percentage allocated to organisations and individuals living with disabilities

- - - -

5% of allocated funding disbursed to people living with disabilities



Number of organisations and individuals living with disabilities

- -

7 organisations and individuals living with disabilities

15 organisations and individuals living with disabilities

- - -

Percentage of allocated funding disbursed to the youth

- - - -

5% of allocated funding disbursed to the youth








2013/14


% of allocated funding disbursed to indigenous art forms - - - -




% of allocated funding disbursed to targeted rural areas / provinces - - - -

40% of allocated funding disbursed to targeted rural areas/ provinces



Increased number of projects receiving funding from HD provinces

132 projects receiving funding from HD provinces



150 projects receiving funding from HD provinces - - -

% of allocated funding disbursed to women

- - - -




Increased number of women-led organisations and individuals receiving funding

- -

220 women-led organisations and individuals receiving

26 women-led organisations and individuals receiving

- - -

% of allocated funding disbursed to people living with disabilities

- - - -




Increased number organisations and individual people living with disabilities receiving funding

- -

7 organisa-tions and individual people living with disabilities receiving funding

15 organisations and individual people living with disabilities receiving funding

- - -





2013/14


% of allocated funding disbursed to the youth - - - -




Quarterly Targets for 2014/2015

Programme performance Indicators

Reporting period

Annual target

2014/15

Quarterly targets

1st 2nd 3rd 4th

% of allocated funding disbursed to indigenous art forms

Quarterly 5% of allocated funding disbursed to indigenous art forms

Assess and allocate

Disburse funding

Monitor progress

Consolidated report on the programme

% of allocated funding disbursed to targeted rural areas/ provinces

Quarterly 40% of allocated funding disbursed to targeted rural areas / provinces

Assess and allocate

Assess and allocate

Assess and allocate

Consolidated report on the program

% of allocated funding disbursed to females

Quarterly 10% of allocated funding disbursed to women

Assess and allocate

Assess and allocate

Assess and allocate


% of allocated funding disbursed to people living with disabilities

Quarterly 5% of allocated funding disbursed to people living with disabilities

Assess and allocate

Assess and allocate

Assess and allocate


% of allocated funding disbursed to the youth

Quarterly 5% of allocated funding disbursed to the youth

Assess and allocate

Asse s and allocate

Assess and allocate




Strategic Goal 3

Sustainable arts capacity

Goal Statement

To develop a sustainable capability that enables the arts to entertain, enrich and inspire.


Strategic Goal 2: Human Capital Development Strategic Goal 3: Access to information

Commentary

This goal is focused on proactive projects and grant making that builds human capacity through training and education. It will also focus on providing support to the viable usage of Community Arts Centers and to developing an accessible database of arts community information that will inform decision and policy making.




2013/14


Build capacity through focused bursaries

- - - -

20% of funding allocated to bursaries approved



Build capacity through focused capacity development programmes

- - - -

6 programmes developed and successfully implemented on an annual basis



Support the development of sustainable capacity for Community Arts Centres to be successful

- - - -

6 Community Arts Centres considered to be functioning at an acceptable level



Flagship Projects

- - - -

Deliver 2 flagship projects on time, on budget as per project plan








2013/14


Percentage of funding allocated to bursaries approved in grants

- - - -




Number of individual bursary students supported

69 individual bursary students supported




- - -

Number of programmes developed and successfully implemented on an annual basis

- - - -



8 progra-mmes developed and success-fully imple-mented on an annual basis


Reporting period

Annual target

2014/15

Quarterly targets

1st 2nd 3rd 4th

Percentage of funding allocated to bursaries approved

Quarterly 20% of funding allocated to bursaries approved

Allocate & disburse 5% international bursaries

Call for national bursary applications

Allocate 15% national bursaries for block and post graduate studies

Call for international bursaries

Number of programmes developed and successfully implemented on an annual basis

Quarterly 6 programmes developed and successfully implemented on an annual basis

Identify and select capacity building programmes

Develop capacity building programmes

Implement capacity building programmes

Monitor and evaluate capacity building programmes

Number of community Arts Centres considered to be functioning at an acceptable level

Quarterly 6 Community Arts Centre considered to be functioning at an acceptable level

Identify and select community arts centres

Develop capacity building programmes

Implement capacity building programmes

Monitor and evaluate capacity building programmes



Programme performance Indicators

Reporting period

Annual target

2014/15

Quarterly targets

1st 2nd 3rd 4th

Number of flagship projects supported.

Quarterly Deliver 2 flagship projects

Identify 2 flagship projects

Disburse funding

Roll out and implementation

Evaluation report

Strategic Goal 4

Market access & creative engagement

Goal Statement

To increase access to markets and enable creative engagement for South African art and artists.


Strategic Goal 1: Job Creation Strategic Goal 2: Human capital development Strategic Goal 5:Development, protection, preservation and promotion of arts, culture and heritage

Commentary

This goal aims to provide support to artists in finding markets for their work through focused projects as well as international, continental and regional cultural engagement and exchanges (‘Seasons’).




2013/14


Develop knowledge portal for arts communities in South Africa - - -

-

Portal developed with Rhodes University

Roll out the work to 2 other provinces


Improve alignment with functional PACCs and other relevant structures

- - - -

3 functional PACCs and 2 other relevant structures are engaged






2013/14


Portal developed, on time, on budget in accordance with project plan and its milestones

- - - -

Portal developed with Rhodes University



Number of functional PACCs and other structures engaged - - - -

3 Functional PACCs and 2 other relevant structures are engaged

3 Functional PACC’s and 2 other relevant structures are engaged

3 Functional PACC and 2 other relevant structures are engaged








2013/14


Develop clear positioning and identity for NAC brand to ensure stakeholder understanding of NAC’s role and positioning in arts ecosystem

- - - -

Brand recognition and understanding through stakeholder survey

Review and update the stakeholder strategy

Review and update the stakeholder strategy

Initiate web and social media based campaign to promote awareness of arts

- - - -

16 successful campaign milestones achieved



Develop on-line database of SA artists and their capabilities - - - -

Develop the functionality of the GMS to include an online database

Review and improve the functionality of the online database





2013/14


Brand recognition and understanding as evaluated by independent stakeholder survey

- - - -

Brand recognition and understand-ing through stakeholder survey

Review & update the stakeholder strategy

Review & update the stakeholder strategy

Successful achievement of campaign milestones

- - - -

16 successful campaign milestones



Successful achievement of project milestones

- - - -

Develop the functionality of the GMS to include an online database


Review and improve the functionality of the online database




Reporting period

Annual target

2014/15

Quarterly targets

1st 2nd 3rd 4th

Brand recognition and understanding as evaluated by independent stakeholder survey

Quarterly Brand recognition and understanding through stakeholder survey

Develop stakeholder strategy

Develop survey instruments

Administer the survey

Assess the outcome of the survey

Successful achievement of campaign milestones

Quarterly 64 successful campaign milestones

Publicise 16 funded projects/ individuals




On-line database available to ar

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